Kazuo Inamori: The Man Who Ran His Companies Like a Human Being

011. The Man Who Put Philosophy into Business

Kazuo Inamori is a legend in Japanese corporate history — he founded Kyocera from scratch, then KDDI (Japan's second-largest telecom operator), and both became Fortune 500 companies. At 78, he was brought in to rescue the bankrupt Japan Airlines (JAL), turning it profitable and re-listing it in under three years.

But what makes Inamori truly special is not his business achievements but his method — he ran his companies on a set of principles that are almost philosophical or moral. He repeatedly said there is only one criterion for every business decision: "What is right as a human being?"

That sounds laughably naive. In a world of games, calculation, and zero-sum competition, running a business on "human standards" seems like a sure way to get devoured. But Inamori proved over a lifetime that this seemingly naive principle actually produced the most enduring success.

Worth noting: Inamori was deeply influenced by Wang Yangming's School of Mind. His "what is right as a human being" is essentially Wang's "extending innate knowledge" (致良知) applied to business. So reading him is a continuation of my earlier notes on Wang Yangming.

022. Insights That Also Work for Investors

First, "motive must be pure and free of selfishness." Inamori says before any major decision, examine your motive — is it driven by selfishness (greed, vanity, fear) or by a greater good? He believes decisions made with pure motives have a higher long-term success rate.

This is surprisingly applicable to investors. What is your motive when you buy a stock? Is it a calm, analyzed judgment, or is it greed (fear of missing out), vanity (wanting to prove yourself), herd mentality (everyone else is buying), or gambling (quick double)? Inamori would say — impure motives, even if they occasionally pay off, will eventually lead you to ruin. Examining your buying motive is one of the simplest and most profound lessons he gives investors.

Second, "put in effort that no one else can match." Inamori places enormous emphasis on sustained, stubborn, unmatched effort. He doesn't believe in genius or shortcuts; he believes in day-by-day, honest accumulation.

For investors, this echoes Buffett and Peter Lynch — there are no shortcuts, only consistent work. Those seeking a "get-rich-quick secret" are precisely those most likely to be harvested. True investment ability comes from years of reading, research, review, and reflection — hard work, but effective.

Third, "revere Heaven and love people" (敬天爱人) + altruism. Inamori's core belief is altruism — he believes that companies that exist to "create value for others and society" are more sustainable than those that exist merely to make money for themselves.

This has implications for judging companies. A company that truly creates value for its customers (Costco sharing profits with members, good tech companies consistently lowering prices) tends to have a deeper moat than one that maximizes profit extraction. The former wins long-term trust from customers and employees (cultural capital), while the latter only draws down that trust. Altruism is not just moral; over the long run, it's a competitive advantage.

033. The Most Practical Tool: Amoeba Management

Inamori wasn't just a philosopher; he was also a highly pragmatic operator. He invented "Amoeba Management," a specific management method — break the large company into countless small, independently accountable units (amoebas), each knowing its own revenue, cost, and profit.

The core idea: make every ordinary employee think like a manager. When a front-line worker can clearly see the "added value per unit time" of their amoeba, they will spontaneously reduce costs and improve efficiency, without needing top-down commands.

For investors understanding companies: Is the company one where layers of commands come down and employees execute passively, or is it one where every unit has business awareness and self-optimizes? The latter's operational efficiency and adaptability will be far higher. This is an organizational capability not found on the balance sheet, but extremely important.

044. Where I Disagree with Inamori

First, "what is right as a human being" often has no clear answer in complex trade-offs.

Inamori's "human standard" is clear in many situations (don't deceive, don't harm others, work hard). But business and investing involve countless situations where "right" itself is ambiguous and full of trade-offs — Should you lay off employees (right for shareholders, painful for workers)? Should you acquire a competitor when it's down (right for your company, brutal for the competitor)? Inamori's principle works where morality is black and white, but in gray zones (which is where most tough business decisions lie), it offers no answer. Here you need Machiavelli-style clarity about trade-offs, not Inamori's insistence on pure motives.

Second, his success has a strong dose of Japan's era tailwind.

Inamori's founding and growth years (1960-1990) were Japan's golden age of high economic growth and global manufacturing dominance. His "effort + altruism" philosophy rode a massive secular tailwind. The same philosophy, applied during Japan's "lost three decades" (post-1990) or in a declining industry, might have produced completely different results. Inamori attributes his success mostly to his philosophy, but the role of the era is understated (again, the recurring issue — successful people always underestimate luck).

Third, "philosophy-driven management" is hard to replicate and verify.

Inamori's method relies heavily on his personal charisma and moral authority. A founder with Inamori's moral stature can make "philosophy management" work, but an ordinary manager pushing the same philosophy can easily turn it into hollow slogans or even hypocritical performance. Many Japanese companies adopted Inamori's "philosophy handbooks," only to produce formalism. This system is highly personal and difficult to institutionalize and replicate — its biggest limitation.

Fourth, the tension between "altruism" and "competition" is handled too idealistically.

Inamori portrays altruism as almost unconditionally good. But business is essentially competitive — you are altruistic towards your customers, but you must defeat your competitors (which harms them). Inamori's handling of this inherent tension is too idealistic. Real business is a complex mix: altruistic towards customers and employees, but ruthless towards competitors. Pure altruism in a cutthroat competitive environment can be a luxury, even a danger.

055. Inamori vs. Wang Yangming: The School of Mind Applied to Business

Inamori's entire philosophy is essentially the business version of Wang Yangming's School of Mind.

Wang said "extend innate knowledge" (致良知) — return to the innermost, most clear judgment free from selfish desires. Inamori says "what is right as a human being" — examine motives, remove selfishness, listen to the inner good.

This is the same thing, just moved from self-cultivation to business management.

Interestingly, Inamori proved that Wang's "unity of knowledge and action" (知行合一) is feasible in business. He didn't study the School of Mind in a study room; he made decisions for decades at Kyocera, KDDI, and JAL using "extending innate knowledge" — and succeeded. He is a living example of "refining oneself through practical affairs" (事上磨练) — his School of Mind was not empty talk, but forged in real, costly business decisions one after another.

For investors, the combined lesson from these two men is — at the end of the day, investing is not about technique, it's about the "person." Your greed, fear, vanity, self-deception are your biggest enemies. And the weapon against them is not a more complex model, but that same thing both Inamori and Wang point to — return to the most honest, clearest judgment inside you, remove the interference of selfish desires, then execute with unity of knowledge and action.

066. Final Words

Kazuo Inamori died in 2022 at 90. In his later years, he became a Buddhist monk, donated most of his wealth, and lived an extremely simple life. A man who founded two Fortune 500 companies and saved JAL — his greatest concern was not wealth, but "am I living as a human being should?"

The biggest takeaway I got from this book is not any specific management technique, but a redefinition of success — true success is not how much you earn, but whether you earned it in a way your conscience can accept.

In today's investing world, this is almost against the current. Today's finance is full of "successful" people who scalp, charge IQ taxes, and use information asymmetry to harvest retail investors. They make money, but their methods are those Inamori would despise.

Inamori would say — this kind of success is fragile and will be repaid. Money made by harming others will eventually backfire in various forms. Money made by creating value and in a way that honors your conscience is what lasts and gives you inner peace.

For an independent investor and writer like me, this is a reminder — there are many ways to earn money from readers: create anxiety, sell illusions of quick riches, harvest information asymmetry. But Inamori would ask you — is this way, "as a human being, right?"

I hope my answer is one Inamori would approve of.

This is not moral grandstanding. This is the most realistic success theory Inamori proved with his life — success that honors your conscience is the only success that lasts.

It sounds naive. But he proved it isn't, with two Fortune 500s.